Case Study

Business Problem: CPG company has a pressing need for innovation. Its products are under increasing social and market pressure. Making sure all employees feel they belong, galvanizing their diverse perspectives and experiences, will drive company-wide innovation.

Context: BLM protests around the nation and the killing of George Floyd.

Relevance: CPG company has a significant population of AA employees.

1) CEO holds Quarterly Virtual Town Hall Event including all employees to explain the company's support and recognition of its local AA small business population.

2) Virtual chat visible to all employees shows an ongoing discussion expressing disgruntlement with the communicated policy and backlash among some non-AA employees that devolves to overtly racist comments.

3) Discovery of virtual backlash chat prompts company communications to address growing internal turbulence.

4) Second Virtual Town Hall is held, preceded by company wide gossip. Message communicated: ‘Get in line with the policy or leave the company.’

5) Resentment among employee tribes continues to simmer within the company.

6) Socially Intelligent Communication empowers organizations to express inclusive values and facilitate belonging without fear of backlash. The Social Pressure Lab is a tool that gives executives and decision makers an edge in mapping out in advance which communications will work to reduce organizational turbulence.

Social Pressure Lab

Our Social Pressure Lab uses a four stage process to make the social circumstances impacting your organization clear and to test your communications for elements that may spark unintended backlash. We help you develop communications strategy which truly promotes belonging. Our playbook enables your organization to express inclusive values with social intelligence.

Stage 1:

  • We begin with the big picture, using unique database of Social Risk data:

    • Develop baseline assessments of likely social risk exposures

    • Establish benchmarks around social pressure

Stage 2:

  • Together with data from GLINT surveys and Consumer Listening we help you plan and develop:

    • Communication strategies

    • Briefs for message development

Stage 3:

Socially Intelligent Communication Execution

We then test strategic concepts and messages to determine those specific elements that may pressure some to be silent and cause a backlash, as well as develop insight into language that enhances psychological safety and promotes inclusive values.

Provokes Backlash

Messages that risk organizational turbulence have elements that spark backlash to their intended purpose. In this case, the message risks making those who do not believe they are personally affected by racism feel accused and so excluded.

Promotes Belonging

Messages that smooth organizational turbulence have elements that call all members to their intended purpose. In this case, the message calls upon a universal sense of justice such that even those who do not believe they are personally affected nevertheless feel the injustice of racism.

Stage 4:

Socially Intelligent Communication Playbook

Assessment and Recommendations of Communications Strategy and Messaging Executions in light of Social Risk Analysis.

Understand the social circumstance your organization faces:

  • Identify the types of social risk events likely to impact your business

  • Classify and evaluate responses based on previous social risk events matched to your circumstance

Plan socially intelligent communication strategies:

  • Identify constituencies matched to social risk events

  • Map socially intelligent communication responses

Measure the social intelligence of communications:

  • Identify specific elements within communications that generate organizational turbulence

  • Surface insight into communication elements that engage all constituencies